San Diego is well known for its year-round warm weather and picturesque sandy beaches, but when more than 30 local C-level executives recently convened for LEAD San Diego’s INFLUENCE program, an intensive three-day exploration into the unique opportunities and challenges facing our region, one theme became clear – San Diego now truly embodies a “climate of collaboration.”

For a region preparing to grow by another million people and create more than 500,000 new jobs by 2050, our cohort learned how strong collaborations and a rich variety of industries are critical to our success. Combined with effective planning, improved transportation infrastructure and diverse educational offerings, we can responsibly prepare for this anticipated growth, while ensuring San Diego remains highly competitive and at the forefront of innovation.

Over the three-day period, the cohort was fortunate to hear from several highly respected business, community, military, educational and elected leaders representing a broad section of industries and viewpoints. Each offered a unique perspective, shared industry-specific insights, and challenged us to further explore our own passions and consider what each of us could do to more positively impact our communities. But all agreed that one of San Diego’s biggest strengths is its collaborative culture.

In the past, many San Diego organizations often worked in silos, myopically focused on addressing the needs of their specific cluster, but it became clear that today organizations and government leaders are actively sharing resources and information. This has led to business growth, improved regional planning, better understanding of salient issues and has become a selling point for companies that have identified this collaborative climate as a benefit for locating or expanding here.

For many regions, success depends on a single core industry sector. San Diego is fortunate to have three traded economies – military, innovation and tourism, all of which contribute greatly to the overall local economy. Among the wealth of information gleaned by the cohort was that one in every four jobs in the San Diego region is related to military spending, there are now more than 850 clean technology companies in San Diego, and nonprofit arts and culture organizations in San Diego are pumping nearly $600 million annually into the local economy.

These growing job clusters are combined with the support and resources of city and county government leaders working together to ensure that economic growth is balanced with a focus on our quality of life, improved health and wellness and a commitment to supporting the less fortunate.

Another compelling message, shared by numerous speakers, was the notion that we must stop thinking of San Diego alone, but instead consider the Cali-Baja Mega Region, which includes our neighbors to the south in Mexico. Collectively, this means thousands of additional skilled workers and provides extensive opportunities for local businesses to expand and prosper by keeping jobs and manufacturing nearby, rather than overseas. The challenge is the border crossing, where delays relative to growth and expansion coupled with long wait times are costing our region an estimated $1 billion annually in lost economic impact.

There is also much to celebrate. Whether it’s innovative research emanating from our top colleges and universities, the vital collaboration between the U.S. military and the San Diego community, the rapid growth of our burgeoning clean technology and biotech industries, or the essential and growing ties between San Diego and Tijuana, exciting opportunities are everywhere.

For three unforgettable days, LEAD San Diego afforded us a behind-the-scenes look at all that is great about our region and the important work still to be done to showcase San Diego’s attributes to the world. Individually, we all have so much to offer our communities and should take time to step back and consider the role we each play in this process. Collectively, San Diego’s future is limitless.

The cohort received an overview on base operations from Colonel Eugene Apicella, deputy commander at United States Marine Corps Marine Corps Installations West – Marine Corps Base Camp Pendleton.

Many of us see Camp Pendleton as that nice 17-mile stretch of coastline that provides a welcome buffer from the hustle and bustle of Orange County and the greater Los Angeles area. Despite having more than 40,000 active duty military and more than 85,000 personnel who live, work and play on the base, outsiders often have little knowledge of the role the base plays in our national security.

Understanding more about Camp Pendleton was exactly what the LEAD San Diego IMPACT group sought as it embarked on a recent optional session held at the base.

The cohort received an impressive overview from Colonel Eugene Apicella, deputy commander at United States Marine Corps Marine Corps Installations West – Marine Corps Base Camp Pendleton. He spoke of the installation’s role in preparing Marines and sailors to operate in extreme environments, and the incredible advancements in technology that are available to soldiers today. However, he stressed that while technology is important, focusing on the individual is paramount, which includes creating an environment for fostering leadership.

The cohort observed an initial training exercise for new Marines.

We also heard from a panel of Marines, who echoed the colonel’s sentiments on leadership and discussed how a structured environment like the Marine Corps fosters innovation and exploration. Panelists explained that the Marine Corps is constantly reinventing itself and encouraging constituents to think outside the box.

This includes leading with intent, not orders, which is a lesson we can all learn from. When you explain the intent of the action you’re seeking, you give those you are leading direction to see the big picture, not just the immediate task. For example, it’s not just about “taking possession of the next hill” it’s about understanding that “taking the hill” is a step in the overall goal of “clearing the road.” When clear intent is given, it allows others think strategically and empowers them to embrace innovation, so long as it meets the overall goal.

Through our tour of the base, the group engaged with a number of individuals as they trained to fulfill their missions and learned a number of interesting facts:

• Camp Pendleton was acquired to train soldiers for World War II.
• The base often partners with nearby municipalities to use their infrastructure to conduct mission rehearsals for tactics such as bridge crossings.
• They have a number of training facilities that mimic real-world scenarios, such as Afghan villages, and some are built with Hollywood-style sets, pyrotechnics and use actors to bring these situations to life.
• Marines are seeing a culture shift in how mental health and seeking help for these issues are perceived, and more Marines are getting the help they need.
• The cabins of amphibious assault vehicles are anything but “roomy.”
• There are 7,500 homes and apartments on base.
  

  The group got a close look at the inside of an Amphibious Assault Vehicle.

• Six percent of the active duty Marines are women.
• 70,000 retirees live within 50 miles of the new Navy Hospital being built on base.
• The Marines provide an extensive “Transition Readiness” program to prepare individuals for life outside the military.

The cohort successfully achieved its goal of gaining a greater understanding of the role and impact Camp Pendleton has on its Marines and sailors, and our region. I think I speak for the whole group when I say we walked away humbled and proud of the courage and sacrifices our military makes to preserve our freedom.

The term “workplace culture” was first defined by former MIT professor Edgar Schein in 1992 in his seminal work “Organizational Culture and Leadership.” This first definition included the idea that corporate culture is a philosophy to guide organizational strategy, workforce behavior and management attitudes.

The concept of a workplace culture encompasses many different characteristics of a business. Culture has visible components in the way that a business looks and how employees dress, but it really thrives in the attitudes of employees, in the setting of goals and in the communication of business values to employees and clients.

At NST, our workplace culture is one of exploration.  Everyone on our team must have the desire to explore the world, and look for new and improved ways of thinking and working.  New ideas can be found through reading, thinking creatively and brainstorming with others.

With the exploration theme in mind, NST recently transformed a vacant office into the new “Exploration Room” creating a space where our team of explorers can step away from their everyday workspace to spark that imagination, curiosity and desire to explore, with a focus on creating ideas that will contribute to our clients, communities and company.  This room has all the necessary tools to help spark those creative juices with comfortable seating, inspirational quotes, games, client products and, most importantly, plenty of snacks!

Check out the photos and let us know what you think.

The cohort received a lift courtesy of the county’s “official” transportation vehicle.

With more than 70 percent of former San Diego County inmates returning to the prison system and state regulations forcing budget cuts at correctional facilities, the old theory of “lock ‘em up and throw away the key” is no longer rooted in reality.

The LEAD San Diego IMPACT cohort heard from law enforcement officials from different agencies – including San Diego County Sheriff Bill Gore and Joseph Jones from the U.S. Border Patrol and community partners, such as Second Chance, which provides work readiness training and other supportive services to former inmates –and collaboration was the resounding theme of the day.

San Diego faces some unique geographical challenges when it comes to law enforcement, and collaboration among different agencies – from federal to state to local – is key to maintaining San Diego’s safety record and weathering the funding challenges being felt throughout the state and nation. While jurisdictions are important, San Diego agencies understand that by working together and sharing information they can be more successful – a lesson to which most leaders will attest.

Collaboration with nonprofit community organizations is also essential to ensuring the safety and well-being of all San Diegans. As the county’s detention facilities face an influx of inmates from the state along with dwindling budget, it’s focusing on programs and partners that can help inmates successfully return to their communities and stay there. Whether it’s substance abuse cessation and work training programs during an inmate’s incarceration, or partnering with outside organizations like Second Chance, it takes collaboration from both public and private entities to ensure inmates can successfully transition the “outside” world.

The cohort had the opportunity to see life from an inmate’s perspective firsthand as we toured the George F. Bailey Detention Facility and the East Mesa Detention Facility. Needless to say, the experience was eye-opening – particularly as our role quickly turned from observer to the ones being observed – and one of my fellow participants said it best when she stated, “I’m so thankful that I don’t struggle to stay out of this place.”

Her assessment was spot on. What if I had the same circumstances these individuals grew up with? What if I was born into a drug-addicted home or grew up in a neighborhood where joining a street gang was an unavoidable option? What if that was the only life I knew?

It made me re-evaluate my own personal preconceptions about former inmates and helped me understand that while most of these individuals are there because of poor decisions, many have never known another option.

Hopefully, through continued collaboration among public, private and community leaders, we can raise awareness of these societal challenges that impact our growing inmate population and create programs that help these individuals transition back into society.

Recently, I had the opportunity to participate in LEAD San Diego’s EMBARK program – a five-day leadership development program focused on improving the skills of San Diego’s emerging business leaders. A few minutes into the first session, I quickly realized this was more than just a professional development program – it was a personal development program.  Sure, the Myers-Briggs Type Indicator (MBTI) test confirmed my love of list making – no surprise there for anyone who knows me.

But the self-awareness exercises we participated in also taught me more about who I am, how the things I do affect others, and how I can improve my interpersonal communication and relationships. The rest of the personalized leadership assessment program was just as impactful as it included knowledgeable and interesting speakers, small group breakout sessions, and interactive team-building exercises.

Here are just a couple of my key takeaways from a phenomenal program:

Sometimes you have to follow to become a better leader. 

Jeff Balesh of Jeff Balesh Consulting encouraged us to lead interdependently, “with intention despite uncertainty.” In other words, it’s ok to have a plan, but it’s important to be flexible and willing to let others help when necessary. Akshay Sateesh of Ziksana Consulting, through a number of quick-thinking exercises, re-emphasized this for us by forcing us to get outside of our comfort zones. His on-the-spot improvisation lessons taught us that good leaders “live in the moment and listen.”  Doug Holman of the San Diego Regional Chamber of Commerce stressed that it’s ok, and sometimes better, to refer colleagues to someone else competent when you’re crunched for time.  You don’t always have to do everything yourself and you can position yourself as a resource in the process.

Small actions can have a big impact.

Throughout the EMBARK program, I was reminded great leaders always find ways to say, “thank you” and that those two words can go a long way in enlightening and inspiring someone. Small actions, even if you don’t remember them, can leave a lasting impact. It’s important to take the extra step, make a follow-up call or write a letter – you never know who could be watching or how you may meet again. First impressions are made all the time, whether you know it or not.

San Diego businesses are uniquely connected.

A benefit of the EMBARK program that will have a lasting impact on me is the people I met through the program. Many of San Diego’s largest and most impactful companies, business groups and nonprofit organizations were represented in my cohort, and interacting with such fun-loving, insightful and driven individuals was exciting and energizing for me. Hearing stories about clients NST has worked with throughout the program also made it clear for me San Diego is a big city that feels like a small town, led by a close-knit group of visionaries.

I truly hope I get to work with each of my fellow EMBARKers again one day and look forward to becoming part of the next generation of San Diego visionaries together.

As a senior at San Diego State University, I think often about what has influenced me as an aspiring public relations professional. My professors at SDSU and colleagues in the Public Relations Student Society of America have not only taught me about public relations, but also showed me how to perform my work accurately and efficiently. But above all the positive influences and inspiring figures in my career, there has been no one who has had a greater effect on my education than Dr. Glen M. Broom.

Although I never had the privilege of being his student and only heard him speak at a PRSSA SDSU meeting, I have learned a lot from him over the years.

As the author and co-author of the sixth through 11th editions of “Effective Public Relations” and co-author of “Using Research in Public Relations,” Broom has had a significant impact on public relations students across the globe.

During his 30-year career at SDSU, Broom wrote 50 scholarly articles and papers, and helped create one of the top 10 public relations programs in the country. Broom has been the recipient of several awards including Outstanding Educator from the Public Relations Society of America and the Pathfinder Award from the Institute for Public Relations Research and Education.

Without a doubt, he has achieved a lot in his career. However, Broom is not inspiring because of the awards and recognition he has received, but rather for the impact he has made on his students and the public relations profession.

On Feb. 22, I attended a launch celebration for the Glen M. Broom Center for Professional Development in Public Relations. While there, I was overwhelmed by the devotion and dedication of the attendees, each one taught by or acquainted with Broom.

After the congratulatory speeches, Broom was invited to impart a few words to his family, friends, colleagues and former students. Watching a public relations legend as humble and solemn as he was reminded me that my education would not have been as impactful without his work.

Broom’s efforts influenced the public relations field, changing it to be a more efficient, accurate and ethical profession. I am proud to say that the Glen Broom Center will not only provide faculty, graduate students and working professionals with research support and training programs, but it will also offer a community-based internship program for all public relations students as well as student advising for professional development. This unmatched opportunity for SDSU public relations students will open up many doors, making its creation crucial to current and future public relations professionals.

For information on how you can make the Glen M. Broom Center a reality, please visit giveonline.sdsu.edu/giving.

Despite being a fourth generation native to a city whose military history is as long as its sandy white beaches, my interaction with military life is limited at best. So when the LEAD San Diego IMPACT class recently spent the day learning about the military’s impact on our region, I was eager to get an in-depth look.

The cohort spent the day with well-respected military ambassadors, including Rear Adm. Dixon Smith, who presented a number of achievements and challenges faced by the San Diego military community – from sustainability efforts and post-military job training to the looming sequestration cuts.

The cohort gets a briefing from the USS Benfold crew before boarding for a tour.

Adm. Smith and retired Capt. Larry Blumberg of the San Diego Military Advisory Council painted a vibrant picture of just how integrated the military community is in the region’s economic prosperity.

With one in four San Diego jobs supported by defense spending and more than $20 billion in military funds flowing to San Diego through different channels, it’s no wonder that sequestration has many military personnel and civilians shaking in their boots. While some estimate San Diego’s geography and the Defense Department’s focus on the Pacific Rim may spare us from some of the worst cuts, the impact could reverberate well beyond the military community into engineering, food service, construction, shipbuilding and other industries.

One of the highlights of the cohort’s day on Naval Base San Diego was a tour of the Destroyer USS Benfold, which recently returned to San Diego after a seven-month deployment to the Western Pacific and Middle East. A young officer, who in addition to showing us the bridge and some impressive firepower, talked to us about learning to lead while he was deployed on the ship.

LEAD San Diego IMPACT class participants learned valuable lessons on leadership from our military hosts.

After graduating college, he joined the Navy and was assigned to lead the mechanical division on the USS Benfold, despite having no mechanical background. Imagine being a 22-year-old greenhorn, expected to lead an entire division of mechanical experts, some of whom may have decades of experience, but are looking to you for direction. He spoke, almost glowingly, about the assistance he received from superiors as well as subordinates, and said that both were instrumental in allowing him to grow as a leader.

It reminded me that we all too often look to authority figures or supervisors to teach us how to lead, when our peers can be just as rich of a resource. It’s also a reminder to emerging leaders that they can help improve the skills of those around them with a simple suggestion or by providing a different point of view.

Whether you’ve been mentoring for years or are just starting out on your journey, we’re all responsible for helping develop great leaders.

I can’t count the number of times I’ve written a press release, pitched a story to media, wrote a newsletter, or drafted tweets and Facebook posts for a client account. These are common tasks for public relations practitioners and after a few years on the job, it’s easy to lose track. But over the past month, one of NST’s newest clients, 2-1-1 San Diego, has given our team the opportunity to apply our communications skills to unique projects – a custom “Challenge Coin” and animated video.

February 11 is known as National 2-1-1 Day, a time dedicated to raising awareness about the free, 24-hour call line and searchable online database connecting people to community, health and disaster support services. 2-1-1 San Diego makes 400,000 connections each year to more than 6,000 local programs and services. NST was tasked with helping to raise local awareness through the creation of a 60-second video answering the question “what is 2-1-1?” and a one-of-a-kind token to be handed out at the annual 2-1-1 Connections Luncheon. Here are some things we learned along the way:

Brevity is Key
There’s not much space to explain an organization on a coin with a 1.75-inch diameter, so you need to think long and hard about what you want to communicate. Similarly, 60 seconds goes quickly when developing a video aimed at explaining 2-1-1 San Diego in a nutshell. For both occasions, we opted to clearly state the organization’s logo, tagline and website, and communicate its key areas of expertise: housing assistance, food assistance, military and veterans services, disaster response information, financial assistance, general information and health services.

It’s all in the Details
How thick should the lines in a stick figure’s legs be? Should the logo move a centimeter to the left? Should that blue be just a touch darker? It’s surprising how tiny details can have such an effect on the end project. These projects are going to have a long shelf life for 2-1-1 San Diego and it is important to get things right, even if it means asking yourself a million questions along the way. Be specific when outlining your vision. Ask how many rounds of revisions are allowed. Be sure to allot time and budget to ensure you get the project just right.

Share, Share, Share
The 2-1-1 Challenge Coin and animated video weren’t created to sit on an office shelf and acquire dust. They were designed to raise awareness of an essential community service and to do that, they must be shared with as many people as possible. An estimated 700 attendees walked away from the 2-1-1 Connections Luncheon with a Challenge Coin in their hands, and 2-1-1 San Diego has earmarked hundreds more to be handed out to elected officials, funders, volunteers and more. The animated video was posted to YouTube, shared on Facebook and included in Twitter outreach, and luncheon attendees were encouraged to connect with the organization online and share the video with others. Developing captivating and meaningful communication materials is the first step, sharing it with the world is what makes for a lasting connection.

It’s always good to put a fresh perspective on communications projects, and I’m happy to have worked on these unique projects and learned new ways to effectively publicize an organization. To learn more about 2-1-1 San Diego, visit www.211sandiego.org.

If you’re interested in exploring unique communication vehicles that may be appropriate for your company, drop us a line and we’ll get our creative juices flowing.

It has been 17 years since Bill Gates proclaimed, “content is king.” Though some first cast doubt on its claim to the throne, and many have since been unable to articulate what the ubiquitous phrase means, quality content is now the most powerful tool for engaging audiences and sharing ideas. For proof, look no further than YouTube’s recent update to its search algorithm.

Last year, YouTube announced it was altering the method used to rank videos. The better a video’s rank, the more likely it will appear as a search result. YouTube’s previous algorithm favored videos with the most clicks. The new algorithm ranks videos based on the amount of time users spend watching them. In short, the new algorithm favors content that keeps users on YouTube for longer periods of time.

This information caused a minor stir among content creators who felt YouTube was putting a higher priority on its advertisers than its users. Increased time spent on YouTube means increased exposure to ads. Advertisers will certainly benefit, but ultimately I think the changes are a move towards a better Internet.

The original algorithm was easy to game and users were often bombarded with irrelevant, sometimes offensive, content. All one needed was a provocative thumbnail, often referred to as a “cleavage thumbnail” and the clicks would roll in. The new method takes a step closer to evaluating videos on the quality and relevancy of the content.

Content creators and syndicators who have relied on search engine optimization (SEO) tricks will likely see a drop in the number of views their videos receive. YouTube views in general have dropped 28% since the change, but time spent watching videos has increased 57%*. In other words, viewers are spending more time with good content and are encountering fewer videos that do not relate to their search queries.

None of this diminishes YouTube’s role in a robust digital strategy. With more than 4 billion videos viewed per day**, YouTube is the world’s second most popular website and it’s the second most used search engine, behind Google, which acquired YouTube in 2006. Incorporating YouTube into your strategy requires putting an emphasis on engaging content.

Here are a few suggestions to get you on your way:

1. Search for your brand and take note of how the results are connected. These connections may provide valuable insights into your customer base and the content they’re looking for.

2. Repeat step 1, but this time insert your competitor’s brand.

3. Find new ideas for videos in your current content. Which blog posts were the most popular? Which tweets were retweeted? How can that content be turned into your next video?

4. SEO is still an important factor. YouTube should not be thought of as a repository of video content. YouTube’s high ranking as a search engine rests largely on the fact that in addition to hosting videos, it connects users to relative content and information throughout the web. Research the keywords people use to find your brand and tag your videos accordingly. Include links in your description and engage with your fans.

Lastly, be a force for raising the quality of the Internet and your content will find viewers. Don’t post videos you wouldn’t be proud to see go viral and always use the best resources you can afford. Make it funny, informative or off-the-wall, but make sure it’s engaging. There is too much Internet to spend time on boring content.

*Ad Age, “YouTube’s Video Views Are Falling — By Design May”, 14, 2012

**YouTube Blog, “Holy Nyans! 60 hours per minute and 4 billion views a day on YouTube”, January 23, 2012